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How To Define The Standards of Your Services

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7 years ago

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Every organization exists in order to serve people. Its goodwill and image are dependent upon the standards of its ser¬vices. Its long-term success or failure is also influenced by the quality of its ser¬vices. Consequently, most organizations strive to provide a good standard of ser¬vice. Some, however, do not clearly define the detailed standards. The result is that they have some vague notions about what they seek to achieve. Some aspects of this subject are set out in this article.

STANDARDS NEEDED FOR EVERY ACTIVITY

Depending on the nature of the opera¬tions, every organization has to provide services in various ways. For every activ¬ity, again, there are several stages of deal¬ing with people. A service is rendered at each stage of every aspect of its work. Thus, a standard of service needs to be established for every activity and its vari¬ous stages or aspects.

The exact details of the aspects or stages and types of services will differ from one organization to another. All organizations, e.g. hotels, retailers, insur¬ance companies, banks, courts, post offices, professional bodies, practicing professionals, and so on must define the standards for each stage of their various services or activities.

DIMENSIONS OF SERVICE
For each aspect of the working of an organization, several matters or dimen¬sions need to be considered with a view to setting the standards of service. These may include the following:

Range of Services Provided
* Do you provide services for all aspects of work or products for which people need your services, e.g. do you repair all that you sell?
* Do you have other unrelated services as a part of your range or on your premises or in the vicinity, e.g. shoe repair, bakery, telephone booth, bank office, stock broker, and so on.

Times when provided
* What are your working hours?
* Do you open on holidays?
* Are these hours convenient for the people?

Location
* Are your locations convenient to people?
* How far do they have to travel to access your service?

Frequency
* What is the frequency of the service (e.g. bus, airline)?

Price
* What is the price of each service?
* How does the price compare with others nationally and internationally?

Time Taken
* How long it takes to provide each service (to answer a telephone call, to check in a customer in a hotel)?
* What are the arrangements to cope with the peak hour rush, e.g. in a bank or a supermarket or a hotel?

Physical Facilities
* How do the facilities look?
* Are they appropriate for the purpose?
* Are the facilities functionally efficient, well organized and clean?

* Do the customers find them adequate and comfortable.

Procedures
* Are the procedures simple?
* Are the forms easy to fill in?
* Is help available to comply with procedures?
* Are there too many stages of dealing with a matter or for approval?

Complaints
* Are there clear procedures to deal with complaints?
* How long does it take to deal with complaints of various types?

Communication
* Are all aspects of services communicated to all concerned?
* How effective and frequent are the communications?

Treatment of People

* How are people greeted and treated?

* Are they treated differently when they come up with complaints?
* Is the treatment the same for all customers – big or small?

* Is your staff courteous?

* Are managers easily accessible to service to people?

Monitoring
* Are systems in place to monitor the various aspects, review them and take appropriate action?
Comparisons

* How do your standards of service compare with those of others – nationally and internationally?

Responsiveness

* Is customer feedback obtained on a continuous basis?

* Are the standards of service continuously updated in response to customer reaction or needs?
* Do you innovate ways to serve people better?

The above are some of the dimen¬sions of service that each organization must consider. The importance or empha¬sis on each dimension will differ accord¬ing to the nature of the organization, oper¬ating environment, resources available, problems, management priorities, etc. In each case, however, there is a need for clear and conscious decisions and communications about the standards of service to all concerned.

STRENGTH DETERMINED BY WEAKEST LINK

The image of service of any organization can be spoilt by one single instance of delay, confusion, lack of courtesy or the like. Hence, it is important to remember that the strength of the service image of any organization is determined by its weakest link. That is why it is vital that standards of service are implemented for every stage of every activity and for all dimensions of service.

People are constantly judging all aspects of service for every activity of an organization. And people are the best judge. Hence, it is necessary to obtain feedback from the people on a continuous basis and make necessary changes in response to customer needs or reactions or at least explain to them the reasons why certain services cannot be rendered.

ADVANTAGES
There are several advantages of clear¬ly defining and implementing appropriate standards of service for every aspect of an organization.

Standards of service provided a basis for:
• Making appropriate policies, organization structure and training schemes (including cross-training and staff reallocation during rush hours).
• Allocating appropriate resources in terms of staff, budget, physical facilities and equipment.
• Selecting employees who share values and standards and are prepared to meet the standards.
• Inculcating the necessary values amongst employees.

• Comparing standards with those of others so as to keep the competitive edge.
• Improving the depth of understanding of the managers about their organization and customers leading to improvement in the quality of management.
• Improving employee efficiency by giving them appropriate training, targets of performance to strive for and constantly improve.
• Motivating employees to improve their performance.
• Conducting proper performance appraisal of employees.
• Rewarding and reprimanding employees.
• Improving the organization’s image.
• Developing an appropriate organization culture.

Thus, standards of service can be very helpful in improving the efficiency of an organization and its image amongst its employees and the public. They can also help in improving national productivity and quality of life of people.

EXAMPLES
Some examples of the various aspects of service in specific types of organizations can clarify the above concepts. Some examples of service for two types of businesses are given below. Similar ones should be developed by every organization.

UTILITIES

These include water, electricity, and telephone companies or corporations. Various dimensions of service, i.e. loca¬tion, time taken, frequency, price, physical facilities, procedures, complaints, cus-tomer responsiveness, comparisons with other utilities (or even other organizations) nationally an internationally in respect of :

o Opening accounts o Concessions to people in distress
o Closing accounts o Treatment of dishonoured cheques
o Getting statements o Information made available to the public
o Reconnections o Telephone calls
o Disconnections o Making refunds
o Copy statements o Parking facilities
o Correction of mistakes o Public access to managers
o Investigation of wrong charges
o Enquiry about any matter
o Replies to letters
o Dealing with complaints
o Bills
o Public education as to the use of the services
o Charges for each service compared with similar services rendered by others.

For these and other areas of activity, each utility company management should consider the various dimensions of service and define its short and long term stan¬dards of service. The standards can pro-, vide a good basis for various other plans and arrangements of the organization. For example, for bills, standards need to be defined as to the frequency of billing, dis¬patch of bills, lead time for payment, deal¬ing with cases where bills are incorrect or are delayed in mail or where they never reach the customers, people in financial distress, locations where payments can be made, days and hours when payments can be made, time taken for payment of bills, action on arrears according to amount due and period for which they are due, and so on. A careful analysis of these will enable management to put in place appropriate facilities, organization, procedures, etc.

RETAILING BUSINESS
The various dimensions of service should be considered in respect of each activity. Some of the activities are:
o Adequacy of range of products and services
o Layout facilitating selection of items
o Cleanliness
o Branches at locations convenient to customers
o Unique items sold
o Help available to find items
o Adequacy of checking out arrangements
o Parking facilities
o Rush hour arrangements
o Days and hours of opening
o Holiday opening hours
o Treatment of damaged or obsolete products
o Prices of products and services
o Discounts on bulk purchases
o Return of items by customers
o Quality of products carried and services rendered
o Ancillary services provided on its premises or in its vicinity
o Frequency, range and the amount of discount on spe¬cials
o Treatment of customers
o After sales services
o Home delivery service

A review of each dimension of service for each of these and other matters can be very helpful in improving the quality of ser¬vices rendered by retailing organizations. This can make a differ¬ence in their degree of success. One of the most successful supermarkets in the world has grown on the basis of quality of service. Guess which one!

The above are just some examples for types of organizations. Similar ones can be developed for all types of organizations including airlines, bus companies, schools, hospitals, hotels, banks, insurance companies, professional organizations, clubs, educational and training organizations, tax offices, cus¬toms, and so on.

CONCLUSION
People expect good quality service from every organization. Only by providing it can an organization project a good image and grow. The service, however, has to cover all the various activities. Further, all dimensions of service have to be covered. It is not enough to cover only some of them. People do not, for example, expect quick service rudely provided at a high price. They do not even expect a low price service provided by arro¬gant staff. They judge the quality of service by its weakest link.

Defining and implementing standards of service can provide several advantages to an organization and the community. Many success stories in the world are the result of good service. Wal Mart (USA) Supermarket is one such example. When some hotels in Hong Kong send Rolls Royces to pick up customers from the airports and then present them with flowers and fruits in the room, they are not just throwing money away. They are building a reputation and attracting business. No wonder they feature high in the world’s ranking of hotels.

Are you now ready to define and implement the standards of service for your organization? How would they compare with others?

Sushil K. Jain FCCA, FCIS, FCMA

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Why the Customer Is Not Always Right: My Leadership Perspective on Saying ‘No’

Published

1 day ago

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November 23, 2024

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As a supply chain professional and strategic leader, I’ve spent years navigating the complex interplay between customer satisfaction, operational efficiency, and business profitability. One of the most important lessons I’ve learned is that the mantra “The customer is always right” can be a double-edged sword. While it emphasizes the value of customer-centricity, if applied indiscriminately, it can lead businesses into a cycle of inefficiency, overextension, and unsustainable practices.

In the supply chain industry, where precision, cost control, and resource optimization are paramount, saying “yes” to every request is not always feasible—or wise. Strategic leadership requires the courage to say “no” when necessary, not as a rejection but as a commitment to long-term growth, team empowerment, and operational excellence. Here’s why saying “no” is essential in supply chain management and how to recognize the right moments to do so.

The Hidden Costs of Saying “Yes”

In supply chain operations, every decision has a ripple effect. Saying “yes” to misaligned requests or the wrong customers can significantly impact your team, your margins, and your ability to deliver. I’ve seen firsthand how overcommitting to unrealistic timelines, excessive customization, or low-margin projects leads to inefficiencies and burnout.

One of the clearest examples comes from taking on customers whose demands exceed their value. These high-maintenance clients often require disproportionate attention, frequent changes, or premium service without paying for it. The result? Increased cost-to-serve, strained resources, and lower profitability. Worse, these customers are typically less loyal, leaving when a competitor offers a slightly better deal.

Overpromising is another common trap. I’ve worked in scenarios where teams committed to deadlines or capabilities that were not operationally feasible in an effort to secure a deal. The result wasn’t just missed targets—it was damaged trust and strained relationships with both customers and internal stakeholders. I quickly realized that when you say “yes” to everything, you inevitably say “no” to quality, focus, and sustainability.

The Strategic Value of Saying “No”

Saying “no” strategically has transformed how I lead and operate in the supply chain industry. By focusing on aligned opportunities, I’ve seen how businesses can reduce customer acquisition costs, improve retention, and enhance team morale. Instead of chasing every opportunity, we should double down on building relationships with customers who value our expertise and share our vision.

This focus will also strengthen your brand. Customers respect partners who prioritize quality, transparency, and integrity over short-term gains. Saying “no” sends a powerful message: that you’re committed to delivering value and maintaining high standards.

When to Say “No”

As a strategic leader, the ability to say “no” starts with recognizing when a request, customer, or opportunity isn’t aligned with your organization’s goals or strengths. Here are the key signs I’ve used to guide these decisions:

1. Misalignment With Core Competencies

Every organization has areas where it excels and areas where it doesn’t. In supply chain, this could mean expertise in temperature-controlled logistics, last-mile delivery, or reverse logistics. If a customer’s request falls outside these capabilities, the risk of failure increases significantly. Saying “no” in these cases ensures your team remains focused on what they do best.

2. Unsustainable Cost-to-Serve

I’ve seen how taking on low-margin customers or high-maintenance accounts can drain resources. When the cost-to-serve exceeds the revenue or strategic value a customer brings, it’s time to reconsider. Saying “yes” to these customers only creates inefficiencies that ripple across the supply chain.

3. Overburdening the Team

In supply chain operations, morale and capacity are critical. If a request would stretch your team beyond their limits, it’s not worth pursuing. Protecting your team from burnout is as important as protecting your bottom line.

4. Jeopardizing Service to Loyal Customers

One hard lesson I learned was that prioritizing demanding or misaligned customers often comes at the expense of loyal, high-value clients. Saying “no” in these instances is about protecting the relationships that matter most.

5. Conflicts With Company Values

In supply chain management, integrity and compliance are non-negotiable. Whether it’s maintaining ethical sourcing, adhering to safety standards, or delivering on promises, I’ve found that saying “no” to anything that compromises these principles is essential for long-term success.

How to Say “No” Strategically

Saying “no” isn’t just about drawing a line; it’s about doing so in a way that maintains trust and professionalism. As a supply chain leader, I’ve developed approaches to declining requests while preserving relationships:

1. Start With Empathy

Acknowledging the customer’s perspective is crucial. For example, I might say, “I understand how important this is to your operations, and I appreciate that you’ve brought this to us.” This approach shows that you’re listening and care about their needs.

2. Be Honest and Transparent

Customers value integrity. If I know we can’t deliver to the standard they expect, I explain why. For instance: “This timeline doesn’t align with our current capacity, and we want to ensure we deliver the quality you deserve.”

3. Offer Alternatives

Declining a request doesn’t mean leaving the customer without options. I’ve found success in providing recommendations, whether it’s extending a timeline, suggesting a partner, or offering a modified solution.

4. Use Positive Language

Framing a “no” positively is a subtle but effective way to maintain goodwill. Instead of saying, “We can’t do this,” I might say, “We can support you in a way that aligns with our strengths, ensuring the best outcome.”

5. Reinforce Commitment

Even after declining a request, I make it clear that the relationship is valued. “We look forward to continuing to work with you on initiatives where we can truly add value.”

In the end, saying “no” is not about shutting doors—it’s about opening the right ones. As a supply chain leader, I’ve learned that the courage to set boundaries is what paves the way for sustainable success. By focusing on the customers, requests, and opportunities that align with your strengths and values, you create a foundation for operational excellence, team empowerment, and lasting profitability. Saying “no” isn’t a weakness—it’s a strategic decision that demonstrates integrity, foresight, and a commitment to delivering actual value. So, the next time you’re faced with a tough call, remember: the power of a well-placed “no” can be the strongest “yes” to growth, focus, and resilience.

The views and opinions expressed are those of the author/s and do not necessarily reflect the official policy or position of companies or clients for whom the author/s are currently working or have worked. Any content provided by the author/s is of their opinion and is not intended to malign any religion, ethnic group, club, organization, company, individual, or anyone or anything.

Jermaine Robinson, MBA, CSCP
Supply Chain Management Leader | Supply Chain Services | Supply Chain Transformation | SCM Growth Accelerator

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Beyond Repeated Failure: Defining a Strategy Triad

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1 week ago

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November 16, 2024

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Studies consistently show that most strategic plans fall short.

The reasons are varied, but a common mistake stands out: teams often assume they understand “strategic” planning, only to end up misguided, compromising their organizations’ success. Often, what they call a “strategic plan” lacks real strategic thought.

How Missteps Occur

If you’ve ever reviewed a company’s strategic plan, you’ve likely seen a list of ambitious goals. They may be grouped in catchy ways, but as you read through, doubts surface. Why?

You sense the organization may lack the resources or focus to achieve all these objectives simultaneously. The longer the list, the more you suspect it may be abandoned when daily issues arise, with lofty goals slipping out of view.

Redefining “Strategic”

One way to prevent this common pitfall is to rethink how we use the term “strategic.” Today, the label “strategic” is often used casually to signal importance, so much so that it’s lost its impact, and audiences tune it out.

This isn’t just a communication issue. When teams invest time in a strategic retreat, they expect the final plan to be truly strategic, yet often that’s not the case.

Typical brainstorming sessions encourage a mix of ideas and positive intentions without much structure. The result is often an extensive report of hopeful outcomes, which can look similar to other plans within the industry—ultimately, another reason for failure.

Enter the Strategy Triad

Peter Compo’s book *The Emergent Strategy* introduces a helpful redefinition of “strategic” by proposing a triad approach:

1. Aspiration: A meaningful, challenging goal that requires effort and won’t happen automatically.

2. Bottleneck: The main obstacle preventing the organization from achieving its aspiration(s).

3. Guiding Principle: A decision-making rule to help navigate actions that address the bottleneck.

Consider a store aiming to increase profits. If the biggest bottleneck is low brand recognition, the guiding principle could be to improve brand awareness through multiple channels—online, in-store, and through partnerships.

Applying the Strategy Triad

At a recent strategic planning retreat, a leadership team was challenged to apply the triad. Initially, it was difficult; identifying bottlenecks from new perspectives required collaboration and creativity, especially without cross-functional data, which led them to rely on firsthand experiences. Yet, they successfully defined bottlenecks and guiding principles that empowered employees to align their daily choices with the strategic plan. This alignment is what leaders want but is often rare.

Why Alignment is Rare

Leadership teams often avoid the challenging, healthy conflict required to build a robust strategy triad. They may take the easier path, creating lists of goals rather than diving into critical strategic planning. Alternatively, when discussions become too heated, leaders may intervene prematurely, cutting off debate and limiting essential buy-in.

To achieve meaningful alignment, it’s important to work through differing viewpoints until agreement is reached. Though challenging, this process builds the intellectual and emotional commitment needed for successful execution. By persevering through difficult conversations, leaders can significantly improve their strategic plans’ success and longevity.

Found this topic interesting? You may want to delve into my long-form content in my JumpLeap Strategic Planning Newsletter/Podcast.

Francis Wade
JumpLeap NewsletterPodcast

Framework Consulting
http://blog.fwconsulting.com : http://fwconsulting.com

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Elevate Underperforming Boards: Prioritizing Board Self-Examination

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1 week ago

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November 16, 2024

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Imagine you’ve joined a board, only to discover it’s deeply mediocre. This is your third meeting, and it’s becoming clear that the issues you sensed in the first two weren’t incidental—they’re ongoing. How do you address this underperformance?

Luckily, you aren’t the only one who’s noticed. Some members recognize that long-standing issues have held the board back for years, and while they’ve tried initiating change, nothing has stuck. These are complex, systemic challenges that won’t be resolved by casual discussions, pep talks, or a thoughtful email. Swift, strategic action is needed. But how?

I recently encountered insights from consultant A. Cecile Watson that shed light on why boards need their own strategic approach. Her perspective inspires these key reasons for why your board must implement a self-care plan.

Why Boards Should Prioritize Self-Examination

Boards are often envisioned as serving the organization’s needs. If all members align with this vision, things should function smoothly. Small differences can be ironed out, much like in the “Form-Storm-Norm-Perform” teamwork model, which illustrates the stages groups move through to achieve high performance.

However, boards today face a high-pressure environment, dealing with complex VUCA (Volatile, Uncertain, Complex, and Ambiguous) issues from the outset. While they might receive briefings, individual and group development often gets overlooked in the rush to deliver.

This traditional expectation—that boards serve swiftly, even if under-informed—faces scrutiny in Watson’s latest article. She argues that boards must practice self-reflection and strategy if they’re to excel. Smart people on a board don’t guarantee a high group IQ or EQ; in fact, group performance can suffer if proactive measures aren’t in place.

What does your board need? A new level of self-care. Watson suggests that boards operate as a kind of strategic unit, managing their performance preemptively. Failing to do so only perpetuates mediocrity.

The Case for Board Self-Strategy

Typically, boards focus on “strategic planning” for their organization’s future. Watson’s approach takes this one step further: boards must also strategize for themselves. As a unit, they need the space to address their own evolution.

This doesn’t mean ignoring corporate planning. In fact, I’ve previously recommended that board members actively engage in their organization’s strategic retreats, where they contribute to shaping long-term goals.

Yet, once these retreats end, some boards must adapt as well. For instance, one board I worked with chose to refresh its membership, reducing both the average age and tenure of its members to bring new perspectives aligned with the strategic plan.

In another case, a board had grown complacent. Members showed up sporadically, often unprepared. This lack of accountability permeated the organization, undermining its standards and culture.

Unfortunately, board evaluations alone rarely spark transformation. Instead, Watson advocates for a written Board Strategy, a guiding document that steers the board’s actions.

Creating a Strategy for the Board

Watson advises boards to define a vision for themselves and set measurable milestones to ensure the plan stays on course. While this may sound overwhelming for already busy board members, it’s ultimately about cultivating the right mindset, not rigidly following a checklist.

Adopting these principles can help your board become resilient, better equipped to navigate future challenges, and able to avoid the slow slide into mediocrity that affects many corporate teams.

Enjoyed these ideas? Consider checking out the JumpLeap Newsletter and Podcast with my best longform content.

 

Francis Wade
JumpLeap NewsletterPodcast

Framework Consulting
http://blog.fwconsulting.com : http://fwconsulting.com

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The Digital Business Roadmap for Jamaican MSMEs: A Critical Path to Digital Transformation

Published

2 months ago

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September 21, 2024

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Micro, Small, and Medium Enterprises (MSMEs) play a crucial role in the economic landscape of many countries, including Jamaica. As the global economy continues to evolve, driven by rapid technological advancements, it is important for MSMEs to embrace digital transformation to remain competitive and sustainable. This blog explores the concept of digital business, the importance of digital transformation for MSMEs in Jamaica, and provides a roadmap for achieving this critical transition.

Defining MSMEs in the Jamaican Context
In Jamaica, MSMEs are defined based on their number of employees, annual turnover, and total assets. According to the Ministry of Industry, Investment and Commerce (MIIC), micro enterprises have fewer than 5 employees and an annual turnover or total assets not exceeding JMD 10 million. Small enterprises employ between 5 and 20 people with an annual turnover or total assets between JMD 10 million and JMD 50 million. Medium enterprises employ between 21 and 50 people and have an annual turnover or total assets between JMD 50 million and JMD 150 million.

Understanding Digital Business
Digital business involves leveraging digital technologies to create new value in business models, customer experiences, and the internal capabilities that support core operations. The theoretical framework behind digital business is rooted in the integration of digital technologies such as the Internet of Things (IoT), artificial intelligence (AI), big data analytics, and cloud computing to enhance business processes, improve efficiency, and drive innovation.

Digitization, Digitalization, and Digital Transformation
To understand the journey towards a digital business, it is important to distinguish between digitization, digitalization, and digital transformation:

Digitization
This is the process of converting analog information into digital formats. Digitization in many ways is the first phase of any effort to digitally transform your business. However, it comes with its own set of challenges, especially for MSMEs in emerging markets like Jamaica. The two primary costs MSMEs will have to account for are technology investment and user training. The cost of acquiring the necessary technology (e.g., scanners, computers, and software) to digitize records can be difficult for small businesses, who mostly operate on tight budgets and may find it challenging to allocate funds for such investments. User training often involves upskilling the employees of the to use new digital tools and processes effectively. This training requires both time and money, which can strain the resources of small businesses. These challenges can hinder progress and make the initial steps towards digital transformation more complex and resource-intensive.

Digitalization
If you are able to successfully digitize your business, this increases the likelihood of the next phase of this journey, digitalization. This refers to the use of digital technologies to change a business model and provide new revenue and value-producing opportunities. This involves using digital technologies to change business models and create new value-adding opportunities.

One of the primary challenges with digitalization lies in integration complexities. Many small businesses operate with legacy systems that are not easily compatible with modern digital tools and platforms. Integrating these new digital systems with existing ones can be technically complex and expensive, often requiring specialized IT expertise. Additionally, data stored in different formats or locations can create silos, which make it difficult to establish a unified and streamlined digital workflow. Addressing these silos often necessitates substantial restructuring of existing processes, adding further complexity to the digitalization journey.

Another significant challenge is change management. Employees and management might resist new digital processes, particularly if they are comfortable with the traditional ways of doing things. This resistance can slow down the adoption of digital tools and diminish the effectiveness of digitalization efforts. Moreover, moving from analog to digital processes often requires a cultural shift within the organization. Encouraging a digital-first mindset among employees can be difficult, especially in organizations where traditional methods are deeply ingrained.

The skills gap also poses a considerable challenge during digitalization. This activity typically demands a higher level of technical expertise than digitization. Employees may need to acquire new skills to effectively use digital tools, analyze data, and manage digital workflows. However, finding or developing these specialized skills can be a significant hurdle for many MSMEs, particularly in regions where access to advanced training and education is limited.

Digital Transformation
This is a comprehensive, strategic approach that leverages digital technologies to fundamentally change how an organization operates and delivers value to its customers. Achieving digital transformation in a business requires a holistic approach that involves integrating technology, people, processes, and culture. To successfully achieve digital transformation, a business must start by developing a clear vision and strategy. This involves defining what digital transformation means for the organization and setting measurable goals that align with overall business objectives, such as improving customer experience, boosting operational efficiency, or expanding into new markets. Creating a detailed roadmap with specific timelines, milestones, and resources is essential for guiding the transformation process.

Fostering a digital-first culture is equally important. Leadership must drive the initiative, committing to the transformation and promoting a digital mindset across the organization. Engaging employees early in the process through training and development opportunities is crucial to help them adapt to new tools and encourage a culture of continuous learning and innovation.

Investing in the right technology is another critical step. Businesses should choose scalable solutions, such as cloud-based platforms, data analytics tools, and automation technologies that can grow with the company and streamline operations. It’s essential to select technologies that integrate well with existing systems to ensure a smooth transition. Optimizing processes is also key to successful digital transformation. Before implementing new technologies, businesses should assess their current processes to identify inefficiencies and areas for improvement. Automating repetitive tasks can save time, reduce errors, and allow employees to focus on more strategic activities.

Collaboration is vital in this journey. Digital transformation often requires cross-departmental collaboration to identify challenges and develop solutions. Encouraging teams to work together ensures that digital initiatives are aligned with business needs. Additionally, forming external partnerships with technology providers, consultants, and other businesses can accelerate the transformation process by providing access to new technologies and expertise.

Ensuring data security and compliance is critical as the business becomes more digital. Investing in robust cybersecurity measures protects data and systems from threats, while compliance with relevant regulations, such as data protection and privacy standards, is necessary, especially when handling sensitive customer information. Monitoring and adapting the transformation process is essential for success. Businesses should continuously track their progress using data and analytics to measure performance against goals. Being flexible and ready to adjust strategies based on feedback, new developments, and changing market conditions is vital for ongoing improvement.

Leveraging government and private sector support can also provide significant advantages. Many governments offer grants, tax incentives, or other support for businesses undergoing digital transformation. Collaborating with industry associations and private sector partners can offer valuable resources, training, and networking opportunities, helping businesses stay informed about the latest trends and best practices. Engaging customers in the transformation process is another important step. As new digital tools are implemented, businesses must ensure that customers understand how to use them by providing clear instructions, tutorials, and support. Regularly collecting customer feedback allows businesses to continuously improve their digital services, ensuring they meet customer needs.

Finally, planning for continuous improvement is crucial. Digital transformation is not a one-time project but an ongoing process. Regularly reviewing and adjusting the digital strategy helps businesses stay competitive and responsive to changes in the market. Staying informed about the latest trends in technology and digital business enables companies to anticipate changes and opportunities, ensuring they remain agile and innovative in a rapidly evolving digital landscape.

The Need for Digital Transformation in Jamaica
Jamaica’s Vision 2030 aims to make the country the place of choice to live, work, raise families, and do business. Achieving this vision requires a robust digital economy where MSMEs can thrive. Digital transformation is essential for MSMEs to improve efficiency, expand market reach, and enhance customer experiences. According to the Global Competitiveness Report 2019 by the World Economic Forum, Jamaica ranks 80th out of 141 countries in ICT adoption, highlighting the need for significant improvements in digital infrastructure and capabilities.

The Way Forward for MSMEs
Crafting a digital business roadmap requires careful planning and a thoughtful approach to several key factors. First, it’s essential to understand and address the evolving needs and preferences of customers in the digital age. Ensuring that digital initiatives can scale as the business grows is also critical, allowing for adaptability and responsiveness to market demands. Sustainability should be a central focus, with continuous updates and optimization of digital technologies to support long-term success. Collaboration is another crucial element, as leveraging partnerships and alliances can significantly enhance digital capabilities.

In conclusion, the digital business roadmap for MSMEs represents a vital strategy for achieving sustainable growth and competitiveness in today’s economy. By embracing digital transformation, MSMEs in Jamaica can unlock new opportunities, improve efficiency, and deliver enhanced customer experiences, ultimately contributing to the broader goals of Vision 2030.
© Germaine A. Bryan, 2024

Germaine Bryan is a business developer and startup coach supporting startups and MSMEs. Germaine is a skilled tactician in strategic business planning and has helped hundreds of entrepreneurs build their capacity to operate at scale. Germaine is the Managing Principal of Gerbry Business Ltd. For enquires. please email: germaine@gerbry.business

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Should Jamaica Abandon Its 2030 Vision?

Published

4 months ago

on

July 20, 2024

By

As a Jamaican employed in an organisation, you are worried about the future of our nation. It appears as if our country is stumbling along, barely keeping its head above water. At the same time, you are aware of the power of a corporate vision.
Why hasn’t someone done the same for our 2.8 million people on the island, and the other 2+ million in the Diaspora?

The good news is that something is already in place in the form of Vision 2030. But why isn’t it changing your everyday experience?

The truth is that we need help. The two main things Jamaicans care most about – economy and crime – seem not to have progressed for decades. Instead, we want the hyper-growth of Trinidad-2004 and Guyana-2023. Or maybe even the steady high performance of the Bahamas.

Or perhaps more importantly, we envy the low crime rates of Barbados or Cayman (formerly a Jamaican protectorate.) At some point, we led all these countries in these areas.

Today, we are working hard not to slip into the same zone as Haiti.

If our leading companies can accomplish so much long-term success, why can’t our country, we wonder? While a direct comparison is unfair, maybe there are a few things we can learn from best practices accepted in your organisation.

A Joined Up, Far-Away Future

A “joined-up” future is one that lots of stakeholders contribute to creating. In a company, it means engaging the board, executives, staff, customers, suppliers, regulators, local communities and more.

Shouldn’t our country do the same?

Based on my experience and queries of colleagues outside government…we don’t know that we already have a joined-up faraway future…at least on paper. In fact, the process used to create Vision 2030 Jamaica from 2003-9 is a world-class model. As such, I have shared it at in-person and online strategy conferences as a case study.

Perhaps you recognise the summary statement: “the place of choice to live, work, raise families and do business.” In times gone, it was the tagline of speeches given by the Governor General, Prime Minister, Leader of the Opposition and many others.

But I looked over the recent Budget Debate notes. I struggled to find much of a mention. A Google search didn’t help. Here are a few ways business people at all levels could intervene now to prevent what former leaders of our country seem to be telling us…this is too important to allow it to be eaten up in regular chakka-chakka.

Why the urgency?

With six or so years remaining until we cross the finish line in 2030, we can’t afford to waste a single moment in mid-race. Remember when Miller-Uibo glanced up at the screen and lost her lead in the 400m final of the 2017 World Championships? We are likely to stumble into defeat also as a nation, unless we pay attention to the following.

A Divisive Election – You and I watch the bitter combat underway in the USA. It appears that cooperation towards common goals is impossible. Within a year, our political parties will try to win the next election by emphasising their differences. This is natural. But it’s the opposite of the intent of Vision 2030 Jamaica. Just imagine if the board of your company were divided into opposing camps. Let’s intervene so that their attention remains on what is most important.

Continuous Inspiration – Your ability to recite our National Pledge and Anthem were picked up as a child. We could elevate Vision 2030 Jamaica to that level of importance, starting with the Forward by Dr. Wesley Hughes, which states in part:

“Today, our children, from the tiny boy in Aboukir, St. Ann, to the teenage girl in Cave, Westmoreland, have access to technologies that were once considered science fiction. They seek opportunities to realise their full potential. This Plan (vision) is to ensure that, as a society, we do not fail them. “

Updated Business-like Measures – How can we know the progress we have made from 2009-2023? Are the measurable results listed in the document beyond reach? Do we deserve an A-? or a D+?

How about fresh, intuitive measures of success which tell us whether or not Jamaica is becoming “the place of choice”? Let’s measure the length of lines outside the US and Canadian Embassies for those seeking permanent residency and how they are growing or shrinking.

Wheeling and Coming Again – Companies have no problem resetting fresh objectives when the old ones no longer do the job. In business, a strategy that is not working is replaced as soon as it’s found to be lacking.

We can do the same for Vision 2030 Jamaica to keep it relevant. This is the beauty of long-term strategic planning.

An honest read of the original document reveals that certain assumptions about the government’s capacity to lead the effort were unquestioned. Today, after over a decade of effort, we have learned much. For example, it’s hard to argue that the planning done in 2009 was enough.

While we once led the world in long-term national planning, we aren’t doing the same in the more difficult world of national strategizing and execution. But there’s time.

As the clock ticks down to 2030, things are likely to become more awkward for all of us. As you may imagine,. the human tendency is to avoid the issue entirely, hoping it goes away.

That may yet happen. But if we don’t confront the gaps in our initial attempt to create a joined-up, faraway vision, we’ll block our citizens from ever believing in a national vision again.

In fact, it would be better if it were declared null and void, than ignored. At least that would have some integrity and enable us to move on to a better national vision, lessons earned.

Better National Strategic Planning

And that is perhaps the biggest lesson for all concerned. We Jamaicans say that we are great starters, but poor finishers. In other words, we know how to kick things off. But when the going gets tough, we aren’t strong at bringing them to fruition.

Said differently, we don’t know how to keep promises just because we made them.

The point here is that Vision 2030, with some five to six years remaining, puts us in an awkward spot. But that’s a lie. We have put ourselves in an awkward spot.

At some point we were strong in envisioning great things. Like a company who creates BHAGs, our executive team gave its sacred honor to accomplish a great thing, like the framers of the Declaration of Independence.

However, we haven’t put in place mechanisms sufficient to rescue our current situation. At the current rate, we won’t be closer to being a “place of choice” than we were in 2009.

In a company it’s easier to find individuals or a team of leaders who may hold themselves accountable for a game-changing result. Often, the metrics are clear.

Unfortunately, no such clarity exists around Vision 2030. And given our impending election fever, it may not come from politicians. Instead, it’s time for business to step up and bring sound strategic planning to the accomplishment of the most important outcomes of our national lifetimes.

Let’s inspire each other to intervene so we can have what we already
know we want. It won’t happen any other way.

Francis Wade is the founder of the Jump Leap Long-Term Strategy newsletter and podcast, and operates a management consulting firm.

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