One of the things Marcus Buckingham, best selling author, talks about is cultivating our strengths. He has spent significant time researching what would happen if we spent 75% or more of our time using our strongest skills and engaged in our favorite tasks. While his focus is on individuals, shouldn't the same principles apply to organizations?
I think the answer is different for corporations because of the influence of the customer. Customers should guide the company in terms of where to focus their time and attention. Through a variety of customer feedback mechanisms, companies can listen to their customers and use that voice to allocate resources.
So now the question becomes, what if the customer wants the company to focus on its strengths? What if they want the company to focus on the "A" scores that Marcus talks about in this video clip? Is this where 75% of the time and resources should be allocated? I'm not sure I'd agree. I think significant resource (perhaps 50%) should be dedicated to driving a continued advantage for the areas of strength, but the other 50% should be dedicated to focused improvement initiatives that will ultimately improve the total customer experience.
What do you think?Note: This post was originally published in Customer Connection on 3/3/2009.