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Stephen Parry recognised as One of the Top 25 CX Influencers

Posted by Stephen Parry on Dec 27, 2019 4:52:12 PM

“ ... there are a growing number of CX influencers who continue to coach, guide, and inspire both company executives and the next generation of professionals to return customer centricity to the heart of their operations,” says Customer Experience Magazine, and Stephen Parry has been named as one of its top 25 CX Influencers for 2019. 

Stephen says, "These honours are only realised through the continuous hard work of countless managers and staff who strive daily to implement influencer ideas to improve both customer experiences and create great places to work. I'm thrilled to be in the company of these amazing CX practitioners and thought leaders who have also been recognised."  See the full list here.  

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Topics: sense and respond, Customer Experience, Adaptive Culture, CX, Psychologically Safe Workplace, Customer Engagement, Organizational Transformation, Change Architect, Adaptive Management, Change Maker, Change Agent, Customer Experience Magazine, Customer Service, Customer Centric Model, Customer Experience Strategy, Customer Experience Design, sense and adapt, adaptive organisational designs, adaptive business models, adaptive organisations, adaptive organisational structure

The Making of Monsters: Bad Hybrid Models

Posted by Stephen Parry on Oct 31, 2019 11:40:03 AM

One frustrated and frightened change-team leader attempting to use Agile and other change methods to create Business Agility recently said to me, “I feel like Victor Frankenstein. I think we’ve created something awful, combing all of these different tools; it’s not what we intended. We’re now being confronted by the monster and I fear our business isn’t going to survive.”

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Topics: Adaptive Culture, business agility, Agile, Organizational Transformation, Change Architect, Change Maker

Let the Customers' Need dictate the Product Design

Posted by Stephen Parry on Oct 21, 2019 4:16:38 PM

It is amusing that numerous Lean experts cite the McDonald's fast-food system as a Lean system when in fact it is an excellent mass-production system. It does not even qualify as fake Lean, because it is not trying to pass itself off as Lean. Rather, it is the confusion in the minds of the so-called Lean experts. So, what are they getting confused about? Most likely it is about the concept of on-demand, flow and standardisation.

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Topics: Lean, Adaptive Culture, Adaptive Business, Change Leaders, Change Architect, Change Maker

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