IdeaScale Blog

Field Notes: Media and the Future of Content

August 31, 2009 · Leave a Comment

[Romi Mahajan is Chief Marketing Officer of Ascentium Corporation]

This article first appeared on Microsoft TechNet.


The famous communications theorist and professor of English literature Marshall McLuhan wrote that “the medium is the message,” meaning that the form in which communications are relayed is more important than the content of the message itself. McLuhan also invented the term “global village,” and with these two intellectual strokes, established his importance in the field of intellectual thought. I wonder what McLuhan would think of Unified Communications or books written for Amazon Kindle. I wonder, too, what he would view as the relationship between new technologies and the cultural change that accompanies them.

I bring up the concept of Unified Communications with some humor. Indeed, if the same message is to be transferred over different media, or in other words, if the cost of transferring from medium to medium (for the same message) is trivial, then what becomes of McLuhan’s homily? If we are to believe McLuhan, do we then believe that the promise of technology to radically simplify meaning simply isn’t true? Or have the proponents of said technologies only really promised the speedy and plentiful transmission of messages with nary a view towards creating meaning?

I believe that technologies do both, but that on the whole they are intellectually neutral. They both facilitate communications of some varieties and open the possibilities of new meanings being created at the juxtaposition of form, content, and context. (They actually reduce communications of some varieties as well—witness the demise of the handwritten letter.)

Consider for a moment e-book readers and their users. Although I don’t use e-book readers, I know many people who swear by them—and not just for the convenience. Some people feel that they can absorb content in-depth if they can surround their reading experience with context (such as being able to find online dictionaries or Wikipedia references just a click away). Some authors write books specifically for distribution to the Web and will soon do so for e-books.

In the very near future, books will become rich Internet experiences through which one will be able to both see and hear what is happening in the text. Imagine a story about the havoc created by an explosion if one could both see and hear the explosion on the page. Some readers might be enthralled, while others will bemoan the atrophying of the imagination when literature must appeal to the senses of both sight and sound.

Many people have called for the demise of printed books. There are still others who continue to stock their library shelves and for whom the smell and feel of newly printed books evokes strong emotions. The market for first editions and autographed books remains quite strong, even in our challenging economy. Neither point of view is right or wrong—the specific technology in this case is neutral.

Similarly, look at the current debate around the future of print magazines and newspapers. Whereas there are numerous valid arguments about the deleterious environmental impact of these mediums, most of the debates consist of platitudes about the world moving to digital. That said, I (an IT pro) love printed magazines—they serve a specific need for me. For others, the burden of authorship inherent in print confers a sense of legitimacy to content rendered in that form, whereas the lack thereof (or perceived lack) on the Web creates the opposite effect. On some subjects, people enjoy short, clipped, unedited content (such as blogs), while for other subjects, they prefer longer, edited communication.

Both types have good reason to exist. Technology allows for the distribution of this content, but does not dictate expression; it can magnify it, offer a forum for it, but not enable it.

Ultimately, the future of written content is complex—it can take many forms and involve many types of media. Meaning and form do matter. Technology in this case plays a significant though not essential role in the making of meaning.

Romi Mahajan is Chief Marketing Officer of Ascentium Corporation. Before joining Ascentium, he spent more than seven years at Microsoft, where his last role was as Director of Technical Audience and Platform Marketing. Romi is widely published in the areas of technology, politics, economics, and sociology.

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Open Government 2.0 Conference

August 27, 2009 · Leave a Comment

In addition to the White House, we’ve been working with numerous government agencies to create IdeaScale powered feedback communities. Naturally, it makes sense for us to attend the Government 2.0 Summit Sept 9-10 in Washington, D.C.

We’d love to meet up with any of you that are attending. Please send me an email at rob dot hoehn at surveyanalytics.com if you’ll be there.

More info:

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Innovation From Within

July 29, 2009 · Leave a Comment

[Romi Mahajan is Chief Marketing Officer of Ascentium Corporation]

This article first appeared on Microsoft TechNet.

His book In his book The Future of Management, renowned management guru and business strategist Gary Hamel argues that long-term comparative advantage stems from the creation of an innovation culture that is itself a product of the evolution of management technologies. Whereas along many axes, industry has innovated and reinvented itself countless times, most companies still are steeped in a hierarchical management culture. This prevents any truly innovative culture from emerging simply because it does not yield decent returns on human creativity and capital.

Such hierarchies are anathema to innovation; and human creativity, when unleashed, is the core fuel for long-term innovative comparative advantage. When human creativity is constrained, upwards of 80 percent of workers are not engaged in what they do. Hamel believes this is not only a business failure but a moral one as well.

At a very basic level, this should be a clarion call to industry to banish excessive hierarchy. At its essence, the argument is fundamentally anti-bureaucratic. Decision-making power should not be reposed with out-of-touch managers and rich executives.

Hamel argues that management, not IT, is the source for innovation. IT, after all, can be commoditized and, therefore, how can it render comparative advantage? If IT is not the source of innovation, and if productivity gains, uptime, reliability, quick on-boarding of new applications and single sign-on (and their ilk) can’t render comparative advantage, then what indeed are we all so busy worrying about?

Are you willing to look deep into the soul of your IT organizations and your companies as a whole to see if, just perhaps, Hamel has a valid point? How can you make sure that IT is not considered a commodity?

In incorporating the best of Hamel’s concepts and using them to help IT organizations secure their future as hubs of innovation, I’ve developed a theory called Innovation from Within. The optimal use of both human creativity and capital is the key to sustained comparative advantage, and great organizations must make innovation intrinsic to their function. Organizations must embrace community, not bureaucracy. And, most significant, management too often stands in the way of real innovation—only when management evolves is true innovation possible.

Let’s look at IT organizations. IT staff members tend to be intelligent, dedicated, and keen to make an impact. Often called upon to do more with fewer resources, they spend most of their time performing their core jobs, leaving little time for innovation.

My concept of Innovation from Within applies Hamel’s theory to the field of IT. The core principles are:

  • Given the inherent creativity of IT staff, it’s in our best interest to ensure an IT management model that utilizes this potential.
  • Innovation comes from the systematic and irreverent process of thought-trial-error-revision, a process that is inherent in IT.
  • When community is embraced deeply and openly, technical solutions emerge. IT can lead the way here, starting with itself!
  • In IT, people are the only source of comparative advantage.
  • IT management needs to evolve from a focus on project and budget to a new and exciting focus on innovation management.
  • IT should not be about cost containment, but rather about the creation of great outcomes.

Are you ready to believe in this theory? Can we apply the concept of Innovation from Within and demonstrate that IT organizations are the right place to conduct this grand experiment? Are managers ready to divest power and to embrace their own communities? Is management ready to give up its power and embrace our collective brilliance?

Romi Mahajan is Chief Marketing Officer of Ascentium Corporation. Before joining Ascentium, he spent more than seven years at Microsoft, where his last role was as Director of Technical Audience and Platform Marketing. Romi is widely published in the areas of technology, politics, economics, and sociology.

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Customer Centricity

July 8, 2009 · Leave a Comment

aristotle“We are not studying in order to know what virtue is, but to become good, for otherwise there would be no profit in it.” – Aristotle

Virtue in Aristole’s conception could not be realized theoretically but had to be the product of experiences and direct actions that led to “good” happening. Similarly, theoretical conceptions of “customer-centricity” and “caring for the customer” don’t make organizations more focused on great outcomes for their customers; only action born of experience and true learning do–actions that customers themselves recognize as having helped them .

So far, I assume I have agreement (whether or not you are Aristotelian).  But what in Heaven’s name you might ask does this have to do with IT organizations? This is the IdeaScale Blog after all not Philosophical Inquiry. The simple answer: everything.

So how indeed do we show that IT organizations are “virtuous?” In order to do so we need to establish three things, the first theoretical and the second and third practical:

  • We care about the customers we serve
  • We act on that caring every day
  • These actions are attested to by our customers as having helped them do something better

Let’s go about this in an analytical way. First of all, who indeed are our customers? I argue that our customers are not only the internal people who avail themselves of our services but also the external partners and customers who do business with our companies. The net is, we have customers like anyone else does. Do we care about them? I have never seen an IT organization whose charter did NOT include clear mention of their role of, inter alia, as a services org. Serving is caring as long as you mean it. So far, we are covered on the theoretical side pretty well but as Aristotle admonishes us, the practical side is what matters more .

Do we act on that caring every day? I would argue that the answer is no. Too much of the “services” part of our collective gets intermediated by bureaucracy, abstraction, and fatigue. Again, it is not a question of bad intention–just of lack of clear application of our fundamental premise every day. Do we do good every day? Yes. Do we do enough good every day? No .
Finally, do our customers recognize our actions and are they positive about the help we’ve rendered? This is the simplest question of all. The answer is a stentorian (and ironic) NO. In my experience it is very rare indeed to find people touting the greatness of IT.

Well, what do we want to do about it? In previous months, I’ve written that justifying whether “IT matters” is unnecessary and counterproductive because it gives credence to the premise that indeed we don’t matter. However, I suggest something very different here: let’s make it easier to show that we are virtuous not by defending ourselves but by acting like ourselves. Let’s ask our customers what they want and then see how we stack up against what they ask of us.

If I were you I’d go to any crowd-sourcing tool (ie, IdeaScale, etc) and set up an instance to get your customers input on your organization and what they want of you. Solicit input from internal and external customers. And through hearing them and interacting with them, I can bet my bottom dollar you find you are already covering 90% of what they want. And that’s a pretty good ratio, certainly befitting virtue.

My own experience dealing with IT organizations has been generally very good. While at Microsoft, I found IT to be very helpful and open to new ideas on how to improve. The same is true in my current company, Ascentium. Am I lucky? Maybe. Am I a customer of IT? Yes. Am I touting IT? Yes.

Wow, we just completed a virtuous cycle. Now let’s go do a lot more.

Romi Mahajan is Chief Marketing Officer of Ascentium Corporation. Before joining Ascentium, he spent 7+ years at Microsoft where his last role was as Director of Technical Audience and Platform Marketing. Romi is widely published in the areas of technology, politics, economics, and sociology.

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Power Outage – Recap #fisherplazafire

July 6, 2009 · Leave a Comment

As many of you are aware we had a day long outage on Friday. I wanted to give everyone a sense of what happened, what we are doing etc.

On Friday (July 3rd) – there was a fire in Fisher Plaza. Fisher Plaza is a “Communication Hub” in the NorthWest – its host to a bunch of datacenters as well as TV and Radio Stations. The fire caused the automatic sprinker system to kick in and essentially shut down power to one of the buildings.

3:00 AM

We learned about this around 3AM Friday morning. All QuestionPro technical staff were online assessing the situation by about 5AM. Since this was a system wide outage (as opposed to a group of servers failing) – we simply had to asses the situation as it developed.

6:00 AM

We get preliminary indication that the root cause of the power failure is the fire and that no-one is allowed to enter/leave the building till Seattle Fire Department does a sweep. At this point we are all online, waiting for Seattle Fire to clear and give the thumbs up. We redirected traffic to QuestionPro.com to a temporary set of servers with a downtime notice. We asked users to check out our twitter feed for updates as well as our status page (status.surveyanalytics.com)

9:00AM

We get indication that Fisher Electrical contractor is trying to get power back online – drying out the equipment to make sure its safe to operate. We start putting updates on the QuestionPro and IdeaScale twiiter accounts (twitter.com/questionpro and twitter.com/ideascale) – both QP and IS are hosted in the same set of cabinets. The entire building is out of power and its a challenge even to get in and out of the building (no elevators, electronic key cards don’t work etc.)

We also make the determination that we should wait till about 5PM to see of the power comes back online before moving all the data to another data-center. We also have space in a backup data-center.

12:00PM
Fisher and Internap communicate that they are bringing in mobile generators in Flat Bed Trucks – the plan is to get the Generators fired up and bypass the electrical room altogether (where the water damage was)


5:00PM
Engineers are still working on bypassing the electrical room. We decide to wait for a couple of more hours. There are a lot of other issues with moving all the data into the backup data-center – re-configuring the systems would take us a longer time and we run the risk of not having enough servers to handle to load. Our backup systems are meant to store backups (not run the entire load and applications.)

10:00PM
Power is restored to HVAC (heating and cooling) equipment. Power is then slowly turned on to all the customer (our) equipment.

3:00AM
Power comes back online – Our servers start humming – All QuestionPro technical staff is online by 5AM – We start working on making sure all services come back online properly. – By about 6:45AM we are all back to normal.

Twitter – Works like a charm:
We tried to keep everyone abreast of issues as they developed on twitter. We were issuing updates and following updates using the following hashtags – #fisherfire and #fisherplazafire. If anyone every doubted the uselfullness of Twitter in an emergency – this has proven (to me at least) first hand that Twitter indeed is amazingly useful to communicate in the face of an emergency.

Through twitter we found out that we were not the only ones affected by this fire – Some of the other sites that went offline are:

  • authorize.net
  • bing.com/travel (farecast)
  • bigfishgames
  • Bartell Drugs
  • allrecepies.com

Needless to say, this is pretty big disruption of our services. Both Fisher Plaza and Internap have promised us that they’ll come up with a detailed explanation of the issues and steps to prevent such outages in the future. Meanwhile this also exposed a couple of vulenerabilities on our own preparedness. In the spirit of openness I’ll talk about them – and not only will we talk about it, we’ll also do something about it – and keep you posted on progress.

We will be posting a series of blog posts with the hashtag #fisherplazfire to communicate effectively the steps we are taking to make sure this kind of a distuption does not happen in the future. Like with any system, we cannot make things 100% – but we sure as hell can try.

Short Term Issues:

Communication:
One of the shortcomings we noticed was that our Blog (which is our primary medium of communication) was also hosted within our data-center. This has to change — we;ll be moving our blog (blog.questionpro.com) to a hosted WordPress – Rob Hoehn is in charge of that and will oversee that. We’ll also take this opportunity to segment our blogging – we’ll setup three separate blogs (one for QuestionPro, IdeaScale and MicroPoll.)

Automated Phone Message:
We should be able to deliver the same information (like twitter updates) when people call up. We use Angel.com for our hosted PBX system – We’ll setup the system so we can give out updates when users call in in times of emergencies like this.

Pre-Planned Error Page:
We should have a system in place to switch our systems to an error page (when all hell has broken loose) – we had to scramble at the last minute to setup a separate system (in our backup data-center) to host the error page itself.

Long Term Issues:

Real-Time Data-Center Redundancy:
We have full redundancy _within_ the data-center. So if any one of our servers dies (hard drive failure, etc.) – other servers pick up the slack automatically. If one of our database-servers crash, we have replicated servers that will come online automatically within seconds. However, if the entire data-center goes offline, our current plan does not have a solution to move to another data-center within minutes. We have full copies of the data stored offsite – but that is only the data.

What we need to get to, is to _operate_ out of a different data-center in case of a massive emergency like this. This will undoubtedly will double our operating expenses, but given then business we are in, we simply need to do this. Over the next three months, we’ll be figuring out a solution so that we can sustain turning off power to our primary data-center and things move to our backup data-center.

Finally, I want to acknowledge the patience some of you have shown and understanding many of our customers have shown in the face of this emergency. As the CEO and an Owner of this business I do not take this lightly.

If there is something I can do for you, please feel free to ping me directly – vivek[dot]bhaskaran[at]surveyanalytics[dot]com

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7/3 Outage Issue

July 4, 2009 · Leave a Comment

A power/electrical issue was reported at our data center in Seattle, Washington at approximately 23:40 PDT on Thursday, July 2nd, 2009. This issue appears to be due to a fire at the facility.
The loss of power for the entire facility caused our sites to be fully inaccessible through 6:42 PDT on Saturday, July 4nd, 2009. Any active surveys, polls, or feedback communities were unavailable during this outage.
Our servers were not damaged by this event and all existing data is completely intact. We made the decision to wait for the facility to come back online, rather than moving to our backup systems.
We sincerely regret any inconvenience this has caused. We understand the importance of your data collection initiatives and aim to do everything we can to provide a reliable service. Unfortunately, this outage was largely out of our control.
http://status.surveyanalytics.com has been updated as well

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Crowd Sourcing to Improve the Issue Management Process

July 1, 2009 · Leave a Comment

While issue management is not specifically addressed by the Project Management Institute (PMI) Project Management Book of Knowledge (PMBOK), it is a key process necessary for effective project management. An issue is something that requires a decision made and associated actions performed. It is a situation that has occurred or will occur, as oppose to a risk that is a potential of a situation to occur. Typically, issues are tracked from a simple whiteboard, to a spreadsheet, to a full scale issue tracking and management system.

Issue management systems serves its purpose. However, it requires issues to be categorized and classified by the project management team. Feedback by the project team or end users require each issue to be assigned and prioritized. Often, team members and end users complain about the lack of transparency on the prioritization process. What gets ranked critical vs. high vs. low priority. In a previous post, I introduced you to using IdeaScale as a tool to solicit customer feedback and ideas. An alternative use of the tool is to implement it as an issue management system. Rather than priorities defined and assigned in a top down approach, using IdeaScale allows you to “crowd source” a bottom up approach.

Here are the conceptual steps to process from issue submission to closing.

  1. Team member (and end user) identifies an issue or or problem that requires attention or decision.
  2. The team member logs onto the IdeaScale portal and submits the issue.
  3. All team members (and end users) access the portal to review the issues list, and vote up or down, the priorities of each issue.
  4. Over time, and with critical mass usage of the portal, priority issues will rise to the top while less important issues will remain at the bottom. Ideas that reach a critical threshold (through the voting mechanism) will be assigned to an owner and tracked as part of the project management process.
  5. After the issue is addressed and resolved, the “idea” is closed by the site administrator.

Develop Issue Management and Escalation Procedures

The first step to building an issue management process is to document the associated procedures. The State of California Office of System Integration defines the issue and escalation process as follows:

The Issue and Escalation Process describes how the project identifies, tracks and manages issues and action items that are generated throughout the project life cycle. The process also defines how to escalate an issue to a higher-level of management for resolution and how resolutions are documented.

Since the focus of this article is to crowd source the tracking of issues, here is a great example by the State of California, Office of System Integration – Issue and Escalation Process.

Implement IdeaScale to Capture and Monitor Issues

As shown below, the IdeaScale entry page can be customized to collect the information you need to properly manage the issues submitted. By default, the required fields include title/subject and description. In this example, I included stakeholders affected, due date, decision required, and suggested action. A category field is used to segregate issues vs. suggestions. As team members and end users submit their ideas, it gets included in the issues list. Other end users and team members can log into the portal and vote up, and down, the issues that are relevant to them.

Issue-Submission

For the IdeaScale method of issue tracking and management to work, it requires a critical mass of users. Crowd sourcing a task requires active participation in the community. If only a handful of users actual log in and submit issues and vote, then it emulates the traditional form of issue management. However, if a large enough group of users consistently log in and participate actively, then the concept of crowd sourcing issue management will work.

The bottom up approach of issue management increases transparency in the process. Users are part of the discussion and actually have input through the voting mechanism. The community polices itself and prevents abusers from rigging the system. Through IdeaScales API’s, the issue management system can be integrated to the project portals such as SharePoint, or other project management tools.

Bottom Line

As with any tool, whether it be a simply paper list, Excel spreadsheet, or a crowd sourced IdeaScale issue tracking system, it does not replace good project management and communication with the team. Before attempting to implement the described process, determine if the readiness of the project team and willingness to participate in the process.

[Daniel Hoang advises governmental agencies, business, and individuals on performance management, business processes, and strategic planning to improve organizational development and long-term growth. He is an experienced consultant, auditor, and strategic planner, and has over 10 years of online social media and social networking experience.]

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Google is no longer the undusputed king – Twitter Search Rules.

June 18, 2009 · Leave a Comment

I started using google back in 1997 – when I was a student at BYU – We were trying to solve a programming assignment and one of my buddies told me about this cool search engine called Google – better than HotBot, Lycos or even Yahoo. We searched on Google – found the answer to our question on the first page – since been addicted to Google.

Yes – there is Bing – but seriously – as they say in the MS campus – the only people who use MSN/Live Search are the people who have not figured out how to change the default Home page on IE.

Today – however Google failed me – I use adium (IM Client) to connect to all the messaging networks (Adium connects to Yahoo, MSN Messenger, Facebook etc.) – For the last two or three days Adium has not been able to connect to the Yahoo servers. At first obviously I thought this was some issue with my network. I wanted to see if others are experiencing this same issue and what the solution could be:

As with everthing, I googled it – Could not find anything interesting! There were a couple of results, but they were referencing blogs/content created months ago!

Screenshot:

twitter_1

I then searched for the same search terms on Twitter:

twitter_2

I downloaded the nightly build of Adium – and bliss….

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Hot Mashups: The IdeaScale API

June 17, 2009 · Leave a Comment

“…when government makes data available, it makes itself
more accountable and creates more trust in its actions,
” – Ellen
Miller, Sunlight Foundation

IdeaScale includes a powerful API right out of the box that lets you dream up application mash-ups that we never even thought of. We’re hoping to open up as many of these as we can to get the create juices flowing! What are all the options? Lets review:

XML Data Dump

You can now publish a “snap-shot” of your idea data in an RSS XML format for anyone to download and manipulate (this only applies to non-private portals). Simply switch to your “Reports” tab and then click “Export Data”. From there, developers can access the XML download via your community’s API page (click “developers” at the footer of your portal).

xml_dump_help-554-1

Developer Page

Speaking of this, you’ll notice that every IdeaScale portal includes a developer page. From here, potential developers can request an API key to get access, as well as gain documentation on the latest methods that are available.

Widgets

You don’t have to be a code-slinger though to integrate your IdeaScale community with your website, though. There are IdeaScale widgets that are a simple and easy way to collect feedback in almost any siutation. Every IdeaScale community also has a widgets page that include an “Hot Ideas” and the “Daily IdeaFix” (click the “widgets” link in the footer of your community).

idea_of_the_day

Other widgets are accessible right within IdeaScale: click on the “Publish” tab, and then the “Widget” link.  Here you’ll have access to code snippets to add a feedback tab and a “mini-view” of your feedback community (both employed on this website on the left and right navigation.

More Info:

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Real Time Feedback or Where the F$%@ is my Survey?

June 15, 2009 · Leave a Comment

hair_out

I upgraded my iPhone a few weeks ago (not by choice – the phone took a dunk). Right on cue, by the time I got home, a follow up survey from the mother-ship was sent to me asking me about my experience. At the time the survey was sent, I was very happy with the transition to the new phone (I upgraded from my clunky 1st generation iPhone). All my info was restored from backup without a hitch by someone in the store, and thus I gave a glowing survey response.

Treat Your Customer Like a God

Apple is extremely interested in our purchasing experiences. I know this because after a previous shopping experience gone awry, a store manager called me within the hour to follow up (based on my negative response to the same survey). I felt like a god being treated with such respect! The manager was actually interested in what I had to say!

Being Treated Like Dirt

Well everything was good until I checked my voice mail and I realized all my saved messages were gone! I was of course furious! How could this obvious oversight be tolerated!? After calling technical support and hitting the genius bar, I soon realized that my previous god-like status was now reduced to another belligerent, babbling customer. That survey I completed awhile back was now inaccurate! I wanted a call from the store manager, but there was no way I was going to get it now. Where the F$#& is that survey you sent me just hours ago!!!???

Now I was pretty much being treated like dirt. My opinion had zero, or probably negative currency. If Apple didn’t want to hear from me, if nothing more, I wanted to be heard by other customers so the same fate didn’t happen to them! Of course I gave up fighting pretty quickly and moved on: how could I expect a huge company to care about my tiny issue?

Timing is everything

All organizations struggle with this problem: how to turn these fleeting moments of valuable feedback into useful suggestions that translate to ROI? Now that time has passed, I could care less about the issue – I’ve moved on. I’m not going to bother spending any time trying to get through the store’s management.

When something goes wrong for your customer, when would you want to contact them?

A) Beforehand. That is kinda pointless right? How can your customers have any useful feedback until they’ve actually used the product or service? (ie, “…everything ok? Oh you haven’t used it yet? Well great!”) You’ll most likely have low quality of data but high quantity.

B) Right Away. Well this is ideal. But how do you make a connection with the customer right when that happens? Most firms fail at this, and in their defense, it isn’t exactly easy. Using action alerts, you can set up triggers to be notified of a survey response based on keywords. However, this doesn’t solve the problem of when to sent the survey invite to the respondent.

C) Afterwords. This is where most firms fall into. Feedback collection happens at a pre-determined interval that the firm can only guess is most optimal (ie, 3 hours after purchase, etc). Again the problem persists: how can I ensure that the feedback I’m getting occurs at that passionate moment when my customer cares the most about articulating quality feedback?

Its all pretty much a crap-shoot. There could be whole swathes of customers absolutely furious with your product or service, but they would have no way of being heard.

Real Time Feedback with IdeaScale

The solution to this problem is real time feedback. Create an IdeaScale community for your customers and let them know you’re listening in real time, all the time. When you touch base with your customers, before, during, or after a problem, remind them you’re listening by directing them to your community. Let groups form around issues or suggestions, and let those impassioned groups edit and revise the solution. Most importantly, communicate directly with those groups to show them you’ve solved the problem and turn customers into advocates!

(Since my problem was phone related, I’m happy to see that the Palm Developers have already started collecting ideas  for the Palm Pre.)

More Info:

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