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I believe " Successful CRM/CXM " is about competing in the relationship dimension. Not as an alternative to having a competitive product or reasonable price- but as a differentiator. If your competitors are doing the same thing you are (as they generally are), product and price won't give you a long-term, sustainable competitive advantage. But if you can get an edge based on how customers feel about your company, it's a much stickier--sustainable--relationship over the long haul.
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Wishing you Most and More of Life,
Dinesh Chandrasekar DC*

Sunday, September 23, 2012

Are you a Goliath waiting for your turn?


Dears,
Many a times being successful doesn’t mean that we should stay forever in our comfort zone. I feel living in your own comfort zone is the most destructive thing that you can ever do to your career growth and It’s much more difficult when you have tasted success and comfortable in doing things which would yield  the same or diminishing results but not a highly rewarding ones since you take a calculated risk of applying your same thoughts, processes and same old fashioned way of doing things. In a way you become a Goliath and this is true even for large companies. Are you a Goliath waiting to be slayed by David’s of the World
When you are doing something truly disruptive, you are in a David versus Goliath situation (and this is especially true for technology).  The story of David is highly instructive for anyone who aspires to do world-changing things, and its lessons go much deeper than an inspirational tale of the little guy beating the big guy.  
Let’s begin with the obvious: David wins by not playing by Goliath's rules.  He doesn't out-muscle Goliath, instead fighting a lightweight, guerrilla style insurgency.  David is Exhibit A for the theory that speed, wits, and the ability to adapt can trump size, resources, and heavy armament.  After felling Goliath with his slingshot, he beheads him with his own massive sword (a gory but potent bit of symbolism often left out of the retelling).  However, David’s selection as champion of the Israelites and his rise to field commander and then to a King were unconventional, even revolutionary acts in themselves.  In fact, almost every key event of David’s ascendancy was highly unlikely. 
For technology professionals, the story of David is a highly attractive one, and the modern-day parallels are striking.  You can think of David’s slingshot as one of the original disruptive technologies – it’s lightweight, requires minimal training, and utilizes off-the-ground commodity hardware.  It is likewise fitting that the term “Philistine” has come to mean someone without any appreciation for art and learning, and this is especially true concerning the perception of software, perhaps the most misunderstood and underappreciated form of technology at the institutional level.  Of course, David himself is the most inspiring part of the story, a young, fearless, brash, but supremely talented leader who emerges from the least likely of places with the most counterintuitive blend of skills.  
However, those who would follow in David’s footsteps must beware the catastrophic, yet often subtle pitfalls along the path.  It is paramount that as David wins, he doesn't become Goliath.  For leaders who emerge from the twister of the hyper-growth phase, this is deceptively easy to do, and the histories of technology are piled with the cautionary examples of companies born from innovation that faded into irrelevance by allowing themselves to become the hated establishment.  David must be true to who he is, not by consciously choosing to remain small and irrelevant, but by resisting Goliath’s arrogance and vulnerabilities - even while embracing growth and influence. 
We spend a lot of time working with large and fortune companies to help them solve their biggest problems.  This tremendously rewarding, and as the sense of partnership and investment in their mission develops, it is tempting to want to be of them as well as work with them.  Yet you can only help them if you are true to David, and this requires you to maintain the unique identity and vantage point of the constant outsider.  And this is why massive institutions need the help of entrepreneurs, even if they don’t realize it at first. 
 This is inevitably a bumpy process, because the cultural bias is to keep David in a limited role, away from the front.  Eventually, though, it becomes clear that in order to do radically different things, they need radically different competencies and perspectives.  If it was simply a matter of finding better top-down management, they could promote from within.  Of course, embracing unconventional wisdom is only the first step.   The far greater hurdle is how to institutionalize agile and independent thinking without becoming doctrinaire and inflexible about it – an ironic but all too common mistake.  Interestingly, this applies to both the century-old brand name that seeks to embrace entrepreneurial culture and the scrappy start up that suddenly finds itself with thousands of employees. 
Thank you
DC*
Dinesh Chandrasekar

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