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Your organization’s greatest resource is hiding in plain sight. It’s not your technology, your data, or even your people — at least, not in the way you might think.
So what is it? Service.
Except most organizations confine ‘service’ to customer interactions. But what if service was the driving force behind every action, every decision, every innovation on every team and in every department in your company?
Imagine what happens when service becomes the lens through which you view all stakeholder relationships – from customers to employees to partners. When organizations embrace this broader view of service, the results are transformative.
Service becomes a unifying principle that breaks down silos and aligns all efforts toward creating more value. Innovation accelerates. Employee engagement soars. Partnerships strengthen.
And yes, customer satisfaction reaches new heights. Which puts your organization at the top of the market.
Check out Ron’s keynote speech for AGCO to learn more!
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Below is an Autogenerated Transcript
Service is taking action to create value. Ready? Here we go. Go! Service is taking action to create value for who? Well, for somebody else. Okay. If you do it for yourself, it’s called self-service. But that’s the exception. It is, right? You take action to create value for yourself. It’s called self-service. Otherwise we’re taking action to create value for someone else. Take a moment. Talk to your partner. Who is the someone else that you’re taking action for to serve? Like when you take that action to create value. Who is it in your position, in your job, in your region, in your department and your group that you take action for? Some of you in this room do not directly face the farmer. You work with your colleagues, right? Talk to your partner. Between the two of you, the one with the longer hair talks first. Ready? Go! Alright, come on back. Come on back. So whether you serve the farmer or the dealer or a colleague or somebody in head office or from head office, you’re taking action to create value for someone else.
Okay, it sounds pretty straightforward. However, in many companies, especially when you get hardware and you get technology and you get data and you get regulations, etc., you can end up with a very, what I call confused culture, where people think about service as one of those arrows. They would say that the new technology is another arrow. And then what’s going on with fertilizer cost and commodity prices is other arrow and distribution is another arrow and profitability is another arrow. And maybe an acquisition is another arrow, and service is one of the arrows. And it’s the one we worry about when someone complains. Now what I’m saying is that is a confused culture, because if our definition makes sense, then everything else that I said design of technology, development of the app, actually providing digital advice, etc. Of retrofitting, providing new material. All of that is service.
In fact, there’s nobody who works in any part of a large organization like AGCO who is not performing service. So then all of those arrows are actually happening on a background of service that we all share.
