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Monthly Archives: April 2012

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Organisations want to relate their customers in their offerings. To discover what matters to them, there are two basic strategies. One involves taking the customer into your world (outside-in). The other strategy is about leaving the customer in its habitat and extending towards him (inside-out).

The advantage of the outside-in strategy is control over the situation, disadvantage is bias from the inside in the behaviour.

The advantage of the inside-out strategy is the undistorted picture of the real-life behaviour, the disadvantage is the effort and the risk of not being able to truly reach the customer.

Meeting the customer halfway is no option because you probably get only the worst of the two strategies.

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In various aspects organisations try hard to keep people out and to keep people and ideas in.

There might be good business and privacy reasons to do so, but one should remember that in essence an organisation exists because of its interaction with the environment. Limiting exchange might be more harmful than expected and in unintended ways.

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Larger organisation have multiple interaction mechanism with the outside world. Various departments, functions, teams have all kinds of relationships with various customers, suppliers, audiences, agents etc.

These could be modeled in a matrix of interaction. In this way designers of organizations can order and analyse the context, the  needs and characteristics of the interaction based border.

Whether this approach catches the all aspects, especially the emotional and subjective parts of the border experiences, is questionable, but it could provide useful insight and act as an aid to manage the activities at the border.