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Radical Outcomes

How to Create Extraordinary Teams that Get Tangible Results

By Juliana Stancampiano
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  • Contains 8 key ideas
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Radical Outcomes by Juliana Stancampiano

Radical Outcomes (2019) explores ways to translate top-level strategies into great results for your business. Revealing the common disconnect between decision-making executives and front-line staff, it explores how all levels of an organization can work better together to drive radically improved outcomes. 

Key idea 1 of 8

Businesses are introducing new technologies but failing to make the most of them. 

In a technology-driven world where consumers have lots of knowledge and big expectations, many businesses already understand that offering a quality product is no longer enough. These days, for your business to stand out from the crowd, you’ll need to provide a great consumer experience too. 

To provide this great experience, companies are rushing to buy into the new technologies that promise to deliver. 

Unfortunately, harnessing new technology to change the way your company does business is often difficult. In fact, the introduction of that technology can make things feel a little crazy across all levels of your organization. 

But before we dive into that, let’s take a look at the different areas of a typical business. Most medium-to-large companies can be neatly divided into three different groups.

At the top we find the executives: those who direct the business and create its overall strategies. Below them are a layer of team leaders who manage their junior colleagues in realizing the required business outcomes. Lastly, we have teams of those junior colleagues themselves. This is the layer that engages with customers and achieves these outcomes. 

However, it’s also important to consider the relationships between the different players in an organization. Thus, we can also divide a business into its enabling functions – such as the marketing department and the learning and development team – which power the company forward; and the audience, comprising those staff who are customer-facing, such as customer service representatives and salespeople. 

Whichever group you fall into, you’ve probably experienced the frustration of seeing new technologies introduced into your organization that are supposed to make your consumers’ experience better but end up making things worse.

This frustration is felt in different ways. Executives, for example, are vexed that their costly new technology investments aren’t making an impact on the bottom line. By contrast, enablement teams feel overwhelmed by the new demands that learning to integrate the new technology places on them and the improved results that are expected. 

Lastly, the audience feels bombarded by the information about the technology that comes from above, and are at a loss as to how to integrate that information into their day-to-day interactions with customers. 

There has to be a better way to introduce new technologies, one that impacts the bottom line and gets everyone on the same page. And there is – but to get there, you first have to start measuring outcomes, as we'll see in the next blink. 

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