For just a moment, think back to how businesses functioned only a few short years ago. The cloud, for instance, was still in its infancy, which meant that physical hardware was very much necessary. Server rooms were a prerequisite, company networks needed complicated infrastructure setup, and other bits and bobs of technology were required for an organisation to merely operate and remain competitive.
Today, however, we are lucky enough to operate in a more seamless environment; one that comes with far less complications, fewer hassles, and, ultimately, minimal friction. In fact, what drives both consumers and businesses today is just that – the insatiable demand for frictionless experiences.
Think about it in the context of your own business. Every time one of your clients experiences a dropped call, a delay in delivery, or anything else that potentially wastes their time and energy, they experience friction. The same logic applies internally. If an employee has tech issues to the point where their productivity is hindered, even if only slightly, they too are facing a form of friction.
To remedy these, and countless other instances of resistance, business leaders need to view their organisation through a new lens. They should take a closer look at their customer experience, for example, and ask themselves, “How can I minimise existing friction?” and “How can I create more frictionless experiences?” To answer both questions effectively, the following three laws of frictioneering should be considered.
1. The law of the lazy mind
Thinking requires lots of energy. When faced with a challenge, the mind has evolved to automatically seek the lowest-friction solution.
In his bestselling book, Thinking, Fast and Slow, the author, Daniel Kahneman, notes, “…one of [the mind’s] main characteristics is laziness, a reluctance to invest more effort than is strictly necessary.” This represents human nature in general and is absolutely true with regards to customers and who they choose to do business with.
Think about it. The moment you present your clients with a bulky contract they need to read, or forms they need to fill out, sign, scan, email, and more, you are creating friction. As humans, we are biologically, chemically and electrically wired to find the easiest route possible. If your customer finds a competitor who seemingly offers a similar solution to the problem at hand, and can do it for them faster with less hurdles, chances are they’ll make the move without so much as a second of hesitation. Why would they choose you, and all your operational complications, when they could have access to the same product or service without having to expend more precious mental than is absolutely necessary?
2. The law of visible and invisible friction
Friction starts out invisible and is tolerated unconsciously by the market. But once this invisible friction is discovered, it becomes real. If significant friction is removed very quickly, “disruption” can occur.
The gist of the second law of frictioneering is this: the moment a new innovation or experience is created, it delights and wows customers. All too soon, though, this practice or service becomes the norm, and customer expectations shift once more. Technology within your own business can illustrate this perfectly. As we’ve already touched on above, consider the impact of the cloud on day-to-day operations. Before this innovation penetrated every industry, there were invisible frictions we all tolerated – slow scalability, cumbersome infrastructure setup, and more. Now, however, we take the cloud for granted, and we certainly can’t go back to working without it.
So, what can business leaders take away from this law then? How can it be used to better their own organisation? The best place to start, is by trying to identify frictions that we are unaware of, that can potentially be reduced, or even removed.
Uber is the perfect, well-touted example in this regard. By removing the invisible friction that surrounded the act of organising, directing and paying a taxi Uber created a relatively frictionless path for users. The differential in friction between the old and the new was significant enough that customers couldn’t resist flowing into the new-normal, and thus, this sector was disrupted.
3. The law of utilisation over invention
There is an abundance of friction in the system. There is also an abundance of appropriate tools available. Frictioneers should utilise today’s tools to remove today’s friction and avoid the “invention trap.”
Today, far too many people are trying to reinvent the wheel, and this can sometimes have the adverse effect of creating more friction, as opposed to eliminating it. It’s completely unnecessary, given that disruption and innovation can happen with the tools we already have at our disposal – like microservices, cloud services and digital partnerships.
Instead of assuming the role of inventors to combat friction, we should rather focus on becoming exceptional integrators. In his address at Singularity University Johannesburg, Larry Keely explained that out of the fourteen components that make up Uber’s tech stack, not a single one is proprietary. And at Airbnb, only seven of the fifty-seven components in their tech stack are proprietary. This means that today, if one has sufficient integration, and front end development capabilities you could essentially build something that does what these two organisations do, by simply licensing and integrating tools that are already available. Now, imagine what could be built on top of your existing business.
A world without friction
With these three laws in mind, you should now be better equipped to identify any friction your organisation may be experiencing, and generating, both internally and externally. All that’s left to do now is figure out how to tackle every instance.
To set you on the right path, over and above the questions we posed right at the start, you should also look at answering the following:
•Where are the obvious friction points in my customer journey?
•What fear or threat were we addressing when we created this friction?
•Does this threat still exist?
•How probable and how material is it?
•What value could I create for my customers and for my business by removing this friction?
•How can I use existing tools to reduce the friction?
Figure those out and you’ll be well on your way to making your business a frictionless one.
New iPhone pricing for SA
The iStore has announced that the latest iPhones, the Xs and Xs Max, can now be pre-ordered at www.myistore.co.za , and will be available in stores starting 28 September 2018.
|iPhone Xs and iPhone Xs Max feature 5.8-inch and 6.5-inch Super Retina displays that offer remarkable brightness and true blacks while showing 60 percent greater dynamic range in HDR photos. iPhone Xs and iPhone Xs Max have an improved dual camera system that offers breakthrough photo and video features, A12 Bionic chip with next-generation Neural Engine, faster Face ID, wider stereo sound, longer battery life, splash and water resistance,
Pre-orders will be open for cash purchases and on iStore’s revised payment plan in partnership with FNB Credit Card, allowing customers to pay off their iPhone at a reduced interest rate. However, the contract period is 37 months rather than the usual 24 months.
Accenture opens Fjord design centre in Johannesburg
Accenture has launched its first design and innovation studio on African soil, Fjord Johannesburg.
The company says the move significantly expands its design capabilities and demonstrates its commitment to unlocking Africa’s innovation potential through the creation of experiences that redefine industries in our constantly evolving digital era.
The new studio, opening in November, will be located at Accenture’s new 3875m² offices in Waterfall. It will be led by Marcel Rossouw, design director and studio lead for Fjord Johannesburg.
Said Rossouw, “Brands are constantly asking, ’how does one take a business need or problem, build that out into a definition of a service experience, and then bring it to market?’ It’s about re-engineering existing service experiences, identifying customer needs, prototyping rapidly, iterating often and proving or disproving assumptions. But it’s also about getting feedback from customers. The combination of these factors helps companies advance towards the ultimate service experience.”
Fjord is the design and innovation consultancy of Accenture Interactive. The Johannesburg location marks its 28th design studio globally, solidifying its position as the world’s leading design powerhouse.
Working in the same location as Accenture Interactive will allow Fjord to fuse its core design strategy DNA with the digital agency’s expertise in marketing, content and commerce to create and deliver the best customer experiences for the world’s leading brands.
Accenture Interactive Africa‘s blend of intelligent design and creative use of technology has already been used by some of South Africa’s largest and most prominent brands, including Alexander Forbes, Discovery, MultiChoice and Nedbank. The digital agency has also earned industry accolades for its innovative and compelling business results, most notably two gold awards in the Service Design category at the 2017 and 2018 Loeries awards.
“Great design tells great stories,” says Wayne Hull, managing director of Accenture Digital and Accenture Interactive lead in Africa. “It unifies a brand, drives innovation and makes the brand or service distinctive and hyper-relevant in both the digital and physical worlds. This is critical to achieving results. Having Fjord Johannesburg as part of Accenture Interactive, and collaborating with all of Accenture Africa, will provide unique experiences and forward-thinking capabilities for our clients.”
“Businesses in South Africa are becoming more design-aware and are looking to take greater advantage of design skills to compete with the rest of the world,” said Thomas Müller, head of Europe, Africa and Latin America at Fjord. “We’re excited to open our first design studio on the continent and to be part of an emerging market that is ripe for design and innovation, and open for business. Developing markets like South Africa are challenging assumptions and norms about what digital services and products are meant to be, and we’ll strive to put design at the heart of the innovation being produced there.”