Joe Pine: “What you're doing is that you're shifting from thinking of them as constraints to thinking of them as resources. When you say that time is an element that costs our customers that's a constrained view, instead of recognizing that customers have time that they want to spend inside of experiences.” – excerpt from today’s podcast.

Joe has 2 new books out this summer, Infinite Possibility and The Experience Economy, Updated Edition. The Experience Economy identifies a shift in the business world and many of the items discussed are just being realized today. In fact, the idea of staging experiences to leave a memorable and lasting impression is now more relevant than ever. In Infinite Possibility, Pine and Korn provide a new tool The Multiverse™ that helps your organization to search the infinite possibility of value creation that lies on the digital frontier. The Multiverse consists of eight different realms: Reality, Virtuality, Augmented Reality, Alternate Reality, Warped Reality, Augmented Virtuality, Physical Virtuality, and Mirrored Virtuality. You may want to watch this short video on on the Multiverse before listening, Value on the Digital Frontier.

B. Joseph Pine II is an internationally acclaimed author, speaker, and management advisor to Fortune 500 companies and entrepreneurial start-ups alike. He is cofounder of Strategic Horizons LLP, a thinking studio dedicated to helping businesses conceive and design new ways of adding value to their economic offerings. In his speaking and teaching activities, Mr. Pine has addressed both the World Economic Forum and TED, and is a Visiting Scholar with the MIT Design Lab. He has also taught at Penn State, Duke Corporate Education, the University of Minnesota, UCLA's Anderson Graduate School of Management, and the Harvard Design School. He serves on the editorial boards of Strategy & Leadership and Strategic Direction and is a Senior Fellow with both the Design Futures Council and the European Centre for the Experience Economy, which he co-founded.

If the Multiverse is formed around the concepts of

1. Space, No Space
2. Time, No Time
3. Matter, No Matter

Would the Multiverse of PDCA consists of

1. Plan, No Plan
2. Do, No Do
3. Check, No Check
4. Act, No Act

I apologize Dr. Deming, it was just a thought.

Related Information:

Successful Lean teams are iTeams

The importance of PDCA in Marketing

Scaling the Customer Decision Making Process

Can the customer be front stage in your organization?

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Bahadir Inozu, Ph.D., the Chief Executive Officer and Dan Chauncey, the Director of Deployment Services for NOVACES joined me in this podcast to discuss an integrated approach for using three industrially based methods, Lean, Six Sigma, and Constraints Management to transform hospital operations. They have just published a book, Performance Improvement for Healthcare that explains how using the right tool for the right problem at the right time from a systems perspective, the authors show how to deliver faster results and greater return on investment.

• Scales to any size organization and aligns easily to varying needs
• Shortens traditional execution time from adoption to results
• Optimizes the utilization of resources required to accomplish the desired goals
• Breaks organizational constraints and maximizes organizational efficiency
• Sustains the gains and defines a path to self-sufficiency
• Achieves a global impact through strategy alignment and focused project selection
• Shows how to integrate Constraints Management with Lean and Six Sigma to create a “best of breed” approach
• Explains how hospitals can deploy or re-energize their performance improvement program specifically for what’s most important for their particular organization

About Novaces: A management consulting firm that provides performance management, continuous process improvement (CPI), and project management services to both public and private sector organizations. NOVACES helps its clients build capabilities in today's most effective methodologies to achieve breakthrough operational and financial results.

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USERS, NOT CUSTOMERS

Forrester predicts that by 2012 half of all consumer purchases will either be transacted online or driven by online research and word of mouth. To succeed in the digital marketplace, it’s no longer customers that matter most, but users—anyone who interacts with your company digitally. Keep users happy, and customers follow.

The Business901 Podcast guest, Aaron Shapiro CEO of digital agency HUGE in Users, Not Customers: Who Really Determines the Success of Your Business, shows why today’s most critical driver of success is usability excellence.

"Today’s most successful companies organize their business around users and building user satisfaction," writes Shapiro. To make users your growth engine for your customer base and for your entire organization, Shapiro introduces a comprehensive approach to refocusing every aspect of your operations on users including sales, marketing, HR, and organizational structure.

Based on his experience helping some of the world’s biggest brands evolve to meet the challenges of rapidly changing technology and evolving consumer habits, Shapiro outlines the seven things every company needs to change in order to survive in a digitally driven economy. Shapiro's analysis also includes a study of the Digital Leadership Set - companies in the Fortune 1000 that most effectively utilize digital across all aspects of their business. These companies, including Best Buy and Zappos, attract customers by providing appealing digital experiences. And they're rewarded with rising stock price and performance. You'll learn how digital leadership has brought huge profits to companies large and small including:

You don’t need to be a techie to master a user-first management philosophy. You just need to accept that the people who interact with your company online are what's most important.

Related Information:

It’s the Who, not the Why @simonsinek

It’s not about the things we make, it’s how we use the things we make

The Zappos Culture Defined!

Do you understand where demand comes from?

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