John Coote

The business strategy anchors innovation for any business to enabe rapid innovation at any level whilst managing risk. Examples of rapid innovation and how best to manage that risk: Rapid prototyping and MVPs allow small, controlled failures. Be Adaptive & Stay agile: If something doesn’t work, pivot quickly. Managing risk in innovation requires a blend of strategic foresight, disciplined execution, and adaptability. Before you mitigate risks, you need to understand them. A risk matrix built around Market, Financial, Operational, Regulatory, Technological & Reputation is critical. Stay committed to your vision, but adaptable in execution. Solve real problems, not just create for the sake of it. And most of all enjoy the process.

Looking for underlying patterns is essential to confirm the data point trends versus any outliers. CRM data is used to understand customer retention even when customer satisfaction is high eg NPS outcome. We looked at industry data and our own data. We sliced the data by customer segment (new vs long term). We noticed that new had a higher churn rate than long. An outlier worth investigating. We then determined to complete a root cause analysis. Were respondents to the NPS survey new or loyal. We connected with new customers and our complaints we had received. We had a price increase and extended shipment times. By distinguishing long-term trends from outliers, we made data-driven decisions instead of reacting to misleading averages.

The franchise system should always enable open communication, it is a human enterprise at its very core, but it is what happens with that openness that counts most. One of the most effective methods I was involved in establishing was a monthly session with franchisees who volunteer to be part of this meeting. We established a charter, how we would interact and the RACI model to ensure positive collaboration. This approach tackled promotions, projects, training, new product releases, site upgrades, and reviews to name but a few. Once the trust was built these meetings began to be the actual forum to solve problems not create them. Never underestimate the power of seeking first to understand them be understood, 7 Habits style.

Feedback is a gift! If this is provided to you it’s an opportunity to do key things. Firstly to review what is working and what could be improved. This leads to a process improvement. Secondly is the ability to convert a customer to a business advocate as you listen, observe and solve. It’s important to ensure you stay connected to the customer who has provided the gift of feedback.

Every interview or discussion is a two way communication process. The verbal and non-verbal cues being important to monitor at all times. When you observe drift or lack of attention it is a sign of introspection from the other party. It's time to gain their attention and show your match to the opportunity. It is time to use vivid and descriptive language to confirm how your skills and interest align with the brand values of the franchise system and what you will bring to the business opportunity. You should explain key areas of where the franchise aligns with you and examples that relate to those areas. You should maintain eye contact and use your hands to articulate key examples of where you will bring energy to the business.

The brief begins the work and depending on how good that brief is will determine the outcome all executional issues aside. The customer journey is an essential part of any creative. It is to understand deeply what job you solve for that customer, however you have determined who they are and what they need. Ensuring you are meeting that obligation can be looked at at least two ways. Complete that customer journey with someone not in your team/business and check out how close to the brief it felt. Did it ring true. And Use a "customer engagement session" where you take use social listening and monitor sentiment and identify emerging trends and concerns that arise from your work. Be curious with a customer lens.