Converting a service into a product
"Any damn fool can make something complex; it takes a genius to make something simple." -- Pete Seeger
"Any damn fool can make something complex; it takes a genius to make something simple." -- Pete Seeger
Marcos, an entrepreneur interested in enhancing organizational processes, got a contract with a manufacturing company specializing in car parts. While developing the project, he observed a recurring issue that caught his attention: the inconsistent and inefficient onboarding process for new executives in the customer care department in the current company, which was also a common problem in several manufacturing companies. This problem became the focal point of his endeavor.
1. Identifying and Framing the Problem:
Marcos started by conducting a thorough analysis to understand the root causes of the onboarding inefficiencies. To gather insights, he interviewed various stakeholders, including new executives, their supervisors, and HR personnel. Through this process, he identified key issues such as standardized training materials, inconsistent communication, and a clear roadmap for new executives to understand their roles and responsibilities within the customer care department.
2. Exploring Solutions:
With a clear understanding of the problem, Marcos began exploring potential solutions. He considered various alternatives, including traditional classroom training, one-on-one mentorship programs, and digital learning platforms. Each option was evaluated based on effectiveness, scalability, and the specific needs of the customer care department.
3. Choosing and Implementing a Solution:
After careful consideration, Marcos decided that a digital onboarding platform would offer the most comprehensive and scalable solution. He envisioned a platform providing new executives with all the necessary resources, including training modules, company policies, role-specific responsibilities, and an interactive forum to ask questions and share experiences.
4. Systematizing the Solution:
Marcos structured the onboarding process into a series of repeatable steps and activities to ensure the platform could be effectively used and maintained. He developed detailed documentation covering every platform aspect, from user registration to progress tracking, ensuring that the process could be systematically replicated for each new executive.
5. Automation and Product Development:
With the systematized process, Marcos focused on automating as many platform components as possible. He developed automated workflows for enrollment, progress tracking, and feedback collection, turning the solution into a comprehensive product. This product was then rigorously tested with a small group of new executives to gather feedback and make necessary adjustments.
6. Field Testing and Refinement:
The pilot phase provided Marcos with invaluable insights, allowing him to refine the platform further. Based on the initial feedback, he addressed technical glitches, improved the user interface, and enriched the content. This iterative process ensured that the platform was user-friendly, effective, and fully equipped to meet the needs of the customer care department's new executives.
7. Scaling and Launching the Product:
Once the platform was optimized and ready, Marcos worked on making it accessible to a broader audience. He presented the solution to other companies in the local area and to companies in other places in the country, demonstrating its potential to streamline the onboarding process and improve the overall efficiency of the customer care department. Impressed by the results, the company officially launched the platform for all new executives in the customer care department in manufacturing plants..
Marcos's journey from identifying a problem to developing a scalable solution exemplifies the power of innovative thinking and perseverance. His digital onboarding platform resolved the immediate inefficiencies within the customer care department and set a new standard for how companies approach employee onboarding across production and manufacturing departments.
Transforming the original request to solve a particular issue in one company was the seed that helped Marcos evolve the solution from a small project in a department in one company to a general solution for many companies worldwide.